ANNUAL PERFORMANCE PLAN 2019-2020 - Department of Social Development - AWS
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Department of
Social Development
ANNUAL
PERFORMANCE PLAN
2019-2020FOREWORD BY THE MINISTER
I am pleased to present the Annual Performance Plan (APP) for the Department of Social Development
(DSD) for the 2019-20 financial year, as part of concluding the current 5year Medium Term Strategic
Framework period.
The mandate of the department is to provide social protection services and leads government efforts to
forge partnerships through which vulnerable individuals, groups and communities become capable and
self-reliant participants in their own development.
The APP therefore articulates our policy implementation efforts and commitments towards accelerating
access to a comprehensive and responsive social protection system as espoused in the Government’s
National Development Plan (NDP) Vision 2030 and the Medium Term Strategic Framework. The NDP is
based on a thorough reflection on the grinding and persistent poverty, inequality and unemployment
which confront a number of people in South Africa, especially our youth. According to the plan, social
protection is a critical component of creating social solidarity and ensuring a basic standard of living.
The department continues to work towards enhancing social development services as envisaged in the
NDP. The White Paper is in the centre of what is expected from us as government. We made a notable
progress in the development of the revised White Paper for Social Welfare. The revised paper was
extensively consulted and is ready for processing through Cabinet structures. The White Paper will
provide a framework for developing the National Social Development Act which will determine a uniform
social development system that takes into account the obligations imposed by the Constitution and other
laws with regard to social development services.
The Department of Social Development is not immune to the ever changing environment. To begin to
address organisational change, the department engaged in a process to assess where the organisation
is at, make sense of the status quo, take due consideration of the environment and context in which it is
functioning and then formulate a course of action. We acknowledge that we were operating on a 2015
provisionally agreed organisational structure. Working together with the Department of Public Service
and Administration and the National Treasury, the structure is being finalised to ensure that the delivery
of the much-needed social development services is not affected.
I always believe in carrying people along with me. I believe you can’t succeed alone. We are therefore
dedicated to collaborate with our partners in government, civil society, the private sector and the donor
community, to not only help transform legislation, but to also ensure that we design development
interventions for the sustainable advancement of our citizens and our country as a whole. We would like
to call on all our stakeholders and partners to join hands with us, to accomplish exactly that.
Ms Lindiwe Zulu, MP
Minister of Social Development
Department of Social Development 2Official Sign-off
It is hereby certified that this Annual Performance Plan:
Was developed by the management of the Department of Social Development under the guidance
of Honourable Minister Lindiwe Zulu and Deputy Minister Hendrietta Bogopane-Zulu;
Was prepared in line with the current Strategic Plan of the Department of Social Development; and
Reflects the performance targets which the Department of Social Development will endeavour to
achieve, given the resources made available in the budget for 2019 - 2020.
Mr Clifford Appel
Chief Financial Officer
Ms Nelisiwe Vilakazi
Deputy Director-General: Strategy and Organisational Transformation
Mr Mzolisi Toni
Acting Director-General
Ms Hendrietta Bogopane-Zulu, MP
Deputy Minister of Social Development
Ms Lindiwe Zulu, MP
Minister of Social Development
Department of Social Development 3Acronyms
ABC Activity-Based Costing
ADS Accreditation of Diversion Management System
AFS Annual Financial Statement
AIDS Acquired Immune Deficiency Syndrome
APN Access Point Network
APP Annual Performance Plan
APSTAR Applied Population Sciences Training and Research
ASRHR Adolescent Sexual Reproduction Health and Rights
AU African Union
BRICS Brazil, Russia, India, China and South Africa
CBIMS Community-Based Interventions Monitoring Systems
CBO Community-Based Organisation
CBW Community-Based Worker
CCE Community Capacity Enhancement
CDPs Community Development Practitioners
CNDCs Community Nutrition and Development Centres
CPR Child Protection Register
CSG Child Support Grant
CSOs Civil Society Organisations
CWP Community Works Programme
CYCC Child and Youth Care Centre
DDG Deputy Director-General
DSD Department of Social Development
ECD Early Childhood Development
EPWP Expanded Public Works Programme
EU European Union
EXCO Executive Committee
FOSAD Forum of South African Directors-General
FTEs Full-Time Equivalents
GBV Gender-Based Violence
HCBC Home Community-Based Care
HIV Human Immunodeficiency Virus
HRP Human Resource Plan
HSD Heads of Social Development
HWSETA Health and Welfare Sector Education and Training Authority
IBSA India, Brazil, South Africa
ICPD International Conference on Population and Development
ICT Information and Communications Technology
IDB Integrated Database
IMC Inter-Ministerial Committee
IMST Information Management Systems Technology
IPPF International Planned Parenthood Federation
ISDM Integrated Service Delivery Model
ISRDP Integrated Sustainable Rural Development Programme
ISS Inspectorate for Social Security
ISSA International Social Security Association
JCPS Justice, Crime Prevention and Security
LTSM Learner and Teacher Support Material
M&E Monitoring and Evaluation
MANCO Management Committee
MINMEC Minister and Members of the Executive Council
Department of Social Development 4MoU Memorandum of Understanding
MTEF Medium Term Expenditure Framework
NACCA National Action Committee for Children Affected by HIV and AIDS
NDA National Development Agency
NDMP National Drug Master Plan
NEDLAC National Economic Development and Labour Council (NEDLAC)
NEET Not in Education, Employment or Training
NELDS National Education Learning Development Standards
NFD Non-Financial Data
NISIS National Integrated Social Information System
NPO Non-Profit Organisation
NQF National Qualifications Framework
NT National Treasury
OVC Orphans and Vulnerable Children
PASA Population Association of Southern Africa
PCM Probation Case Management
PED Population Environment and Development
PFA Policy on Financial Awards
PFMA Public Finance Management Act
PIMS Performance Information Management System
PoA Programme of Action
PPD Partners in Population and Development
PSS Psychosocial Support Services
SADC Southern African Development Community
SASSA South African Social Security Agency
SCM Supply Chain Management
SDIMS Social Development Information Management System
SDS Social Development Sector
SHRP Sector Human Resource Plan
SLAs Service Level Agreements
SMMEs Small, Medium and Micro-Enterprises
SPCHD Social Protection, Community and Human Development
SRD Social Relief of Distress
TB Tuberculosis
ToR Terms of Reference
TSP Training Service Providers
UAPS Union for African Population Studies
UN United Nations
UNCRPD United Nations Convention on the Rights of Persons with Disabilities
UNFPA United Nations Population Fund
URP Urban Renewal Programme
URS User Requirements Specifications
VEP Victim Empowerment Programme
WPRPD White Paper on the Rights of Persons with Disabilities
Department of Social Development 5TABLE OF CONTENTS
PART A: STRATEGIC OVERVIEW……………………………………………………………………………7
1. Vision, Mission, Values and Pinciples..……………………………………..………………………………7
2. Updated situation analysis…………………………………………………………………………………...8
2.1. Performance delivery environment…………………………………….……………………….8
2.2. Organisational environment…………………………………………………………………….10
3. Revisions to legislative and other mandates………………………………….…………………………..10
4. Overview of 2019/20 budget and MTEF estimates………………………………………………………12
4.1. Expenditure estimates …………………………………………...........................................12
4.2. Relating expenditure trends to strategic outcome oriented goals…..……………………..13
PART B: PROGRAMME PERFORMANCE……………….……………………………………………….16
5. Programme 1: Administration……………………………….……………………………………………..16
6. Programme 2: Social Assistance…………………………………………….……………………………23
7. Programme 3: Social Security Policy and Administration………………….......................................26
8. Programme 4: Welfare Services Policy Development and Implementation Support ……………….32
9. Programme 5: Social Policy and Integrated Service Delivery………………………………………….50
PART C: LINKS TO OTHER PLANS………………………………………..……………………………..66
10. Links to selected provincial service delivery indicators and targets ……………… …................67
11. Public Entities……………………………………….…………………………………………................67
ANNEXURE A:
Summary of post establishment……………………………………………………………………………..69
STRATEGIC PLAN (REVISED) 2015-2020…………………………………………………………………71
PART B : STRATEGIC OBJECTIVES……………………………………………………………………….73
Department of Social Development 6PART A: STRATEGIC OVERVIEW
1. VISION, MISSION, VALUES AND PRINCIPLES
1.1. Mandate
The Department of Social Development provides social protection services and leads
government efforts to forge partnerships through which vulnerable individuals, groups and
communities become capable and self-reliant participants in their own development.
1.2. Vision
A caring and self-reliant society.
1.3. Mission
To transform our society by building conscious and capable citizens through the provision of
comprehensive, integrated and sustainable social development services.
1.4. Values
Human dignity is a fundamental human right that must be protected in terms of the Constitution of
South Africa and facilitates freedom, justice and peace.
Respect is showing regard for one another and the people we serve and is a fundamental value for
the realisation of development goals.
Integrity is ensuring that we are consistent with our values, principles, actions, and measures, thereby
generating trustworthiness amongst ourselves and with our stakeholders.
Accountability refers to our obligation to account for our activities, accept responsibility for them, and
to disclose the results in a transparent manner.
Equality and equity- we seek to ensure equal access to services, participation of citizens in the
decisions that affect their lives and the pursuit of equity imperatives where imbalances exist.
1.5. Principles
We seek to embody the Batho Pele Principles in our efforts to ensure that our service provision is
done in humane ways and results in positive and sustainable outcomes for the citizens of South Africa.
Consultation: people should be consulted about the level and quality of services they receive, and
wherever possible, be given a choice.
Service standards: people should be told what level and quality of services they will receive.
Access: all citizens should have equal access to the services to which they are entitled.
Courtesy: all people should be treated with courtesy and consideration.
Information: people should be given full, accurate information about the services they receive.
Department of Social Development 7 Openness and transparency: about how the department is run, how much it costs, and who is in
charge.
Redress: if a promised standard of service is not delivered, people should be offered an apology, an
explanation and a speedy remedy. When complaints are made, people should receive a sympathetic,
positive response.
Value for money: public services should be provided economically and efficiently.
2. UPDATED SITUATION ANALYSIS
2.1. Performance delivery environment
South Africa’s mid-year population is estimated to have increased to 57,73 million in 2018, representing an
overall increase of 1,55% between 2017 and 2018, of whom a great percentage are youth. Further, the
proportion of elderly persons aged 60 and older is increasing over time and life expectancy. The increase in
the population structure of these two population groups has notable implications for the services that
government is expected to provide, especially considering that there are more than 30.4 million South
Africans who are living in poverty. The country also has a large and mobile child-population requiring care
and protection services. The proportion of children living with both parents is low and has been declining
since 2002 from 39% to presently just below 35%, wherein about 50,000 are in households that are headed
by children or youth. In most cases, members of these child-headed households are poor (about 43.5% of
children are living below the median income per capita1) and their living arrangements put them in jeopardy
as they are forced to cope without parental care, or the financial and emotional support that are required for
their optimal development.
Furthermore, South Africa has experienced a growing number of social and economic migrants as well as
a higher rate of urbanisation. This trend has seen urban areas receiving more people requiring social
protection services, for example there is an increase of unaccompanied and separated children, increased
number of female asylum seekers. As a result the country’s social infrastructure is under enormous pressure
to accommodate both nationals and non-nationals in terms of service delivery.
Although the country continues to be a destination for many economic migrants in the region, it continues
to be plagued by higher levels of poverty. The challenge of poverty affects more women than men, as
statistics show that about 41.7% of our female population live below lower-bound poverty lines, compared
to 38.2% of their male counterpart. These communities, are at higher risk of experiencing food insecurity.
1Statssa (2017) Poverty trends in South Africa
Latest research shows that 7.4 million people reported experiencing hunger in 2016 and another study
indicates that 12.3 million people reported they do not have adequate access to food, with children being
Department of Social Development 8the most affected by the issue. There is therefore a dire need for sustainable food security support
programme which must be driven by government.
Noting higher rates of poverty in the country, government has institutionalised a comprehensive social protection
system. This includes unconditional cash transfers, most of which are aimed at supporting poor individuals from
vulnerable demographic groups such as children, older persons and persons with disabilities. In 2018 there were
over 17.5 million beneficiaries who were receiving grants on a monthly basis. The national disability prevalence
rate is 7.5%, and those who qualify may access the disability grant, which has continued to increase above the
inflation rate and is currently at R1700 per month.
The predominant portion of social grants are however allocated to child support grants (CSGs) which benefit
12.2 million poor children and older persons grants that benefit 3.4million people who are over 60 years of
age. In addition, there are children who benefit from the foster care grants, which has grown significantly
over the past decade, mainly due to the HIV and AIDS pandemic in the country that has left a multitude of
children orphaned.
Poverty, inequality, stigmatisation and discrimination have further been marked as key social drivers of the
HIV and AIDS pandemic and these factors hinder access to social services that would otherwise improve
the standard of living of these communities. Concomitantly, these socio-economic challenges also lead to
other social ills, such as substance abuse, unemployment and violence against women. The group that is
the most affected by this, is our youth. Over and above these issues in the aforementioned, school drop-
outs, incarcerations and political apathy are also rife among this age group, combined with high HIV and
AIDS incidence and prevalence.
One of the programmes that was initiated to alleviate these high levels of the poverty, inequality and
unemployment, is the Early Childhood Development (ECD) Programme. The country has completed two
years since adoption of its integrated ECD policy which specifically aims to ensure a deliberate and
coordinated effort to help improve our children’s chances of creating a better life for themselves. ECD
statistics indicate that the first 1000 days (from conception), are the most important in a child’s development.
Overall, 83% of children aged from three to five years old that form part of the richest 20% of our households,
are accessing pre-school programmes, compared to only 58% of the children of the same age group, who
form part of the poorest 20% of our households. The present challenge is to increase access to quality ECD
services, this includes both improving and maintaining infrastructure as well as subsidising centres offering
ECD services.
Ultimately, the DSD is at the very centre of this fight against poverty, unemployment and inequality and the
work of the department serves to mitigate the negative impact of these social issues on future generations
Department of Social Development 9of this country. To this end, the DSD uses a social policy approach to facilitate and promote the development
of evidence-based policies that take social challenges into consideration. This will ensure that the plans and
programmes of the department are strategically targeted and underpinned by robust evidence, which will
improve the Department’s chances of successful implementation.
2.2. Organisational environment
The department has a huge mandate along with the national development plan seeking to address the triple
challenges of poverty, unemployment and inequality. The challenge is that the fiscal resources required to
bring further interventions keep on shrinking. The National Treasury reduced programme budgets and
introduced cost-containment measures due to the current economic climate of the country. As a result,
several vacant posts in the DSD could not be filled. This will in turn have a negative impact on the
department’s capacity to implement policies, reduce poverty and create employment opportunities in our
country at the desired rate.
To effectively address the socio-economic challenges the department will need to explore innovative
methods to optimise all the available resources and enhance cooperation amongst all the relevant
stakeholders. Furthermore, the department is working on the appropriate organisational structure. Part of
the process is to continuously align resources accordingly and to manage and prioritise the most critical
posts to ensure that the department’s strategic objectives are met.
Among other, this report provides feedback on the department’s alignment to the new requirements of the
Public Service Regulations, such as ethics and integrity management, as well as the work environment and
culture. Given the reduction in the remuneration budget however, strong emphasis is placed on getting the
basics right, for optimal service delivery with minimal resources.
3. REVISIONS TO LEGISLATIVE AND OTHER MANDATES
The department continues to work towards enhancing social development services as envisaged in the
NDP. The White Paper is in the centre of what is expected from us as government. We made a notable
progress in the development of the revised White Paper for Social Welfare. The revised paper was
extensively consulted and is ready for processing through Cabinet structures. The White Paper will provide
a framework for developing the National Social Development Act which will determine a uniform social
development system that takes into account the obligations imposed by the Constitution and other laws
with regard to social development services.
Department of Social Development 10The department is also facilitating amendments to the Non-Profit Organisations (NPO) Act, 1997 (Act 71
of 1997). The amendments to the NPO Act aspire to promote transparency and accountability within the
NPO sector, without placing onerous requirements on organisations.
The current ‘one-size fits all’ approach is inappropriate for the diverse nature of the South African NPO
sector. A risk-based approach that manages the compliance requirements for organisations without
compromising the required standards of governance for NPOs, will be more appropriate.
There is furthermore a need to strike a balance between the mandatory regulatory provisions and the
self-regulation requirements within the NPO sector on the one hand, while preserving the soundness and
integrity of the NPO sector, on the other.
The Department also tabled the Social Assistance Amendment Bill to Parliament, with a view to empower
the Minister to increase the child support grant for orphaned and vulnerable children, and effect
administrative efficiencies in the administration of social assistance appeals which will reduce the
turnaround times from 180 to 90 days.
Following the SASSA constitutional court judgement and the subsequent finalisation of a new payment
model for social grants, the Department has embarked on a review of the SASSA Act, in order to address
the gaps in the governance and oversight provisions, and ensure strong and effective supervision.
Much progress has been achieved in the revision of the comprehensive social security policy, aimed at
addressing the glaring gaps in old age pension coverage for those who are in formal and informal
employment. The Department expects to conclude the discussions that have been under way at NEDLAC,
to finalise the policy proposals for the introduction of mandatory social security contributions for old age,
death and disability cover for those in formal employment. Policy proposals are also being developed to
address the needs of those in informal sector employment to contribute on a voluntary basis for their social
security coverage.
Department of Social Development 114. OVERVIEW OF 2019/20 BUDGET AND MEDIUM-TERM EXPENDITURE FRAMEWORK (MTEF)
ESTIMATES
4.1. Expenditure Estimates
Sub-programme Expenditure outcome Current Medium-term expenditure estimate
Appropriation
R thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/2022
1. Administration 305,053 349 746 368 788 383 246 408 374 433 987 459 670
2. Social assistance 128 333 376 138 915 638 150 880 232 162 960 723 175 155 593 189 273 511 202 867 882
3. Social security policy
6 716 424 6 980 942 7 323 637 7 880 822 7 748 916 8 261 107 8 768 942
and administration
4. Welfare services policy
development and 676 403 713 088 1 050 255 1 284 493 1 065 807 1 132 752 1 203 988
implementation support
5. Social policy and
374 417 383 214 384 856 392 303 413 282 370 168 392 623
integrated development
Total 136 405 673 147 342 628 160 007 768 172 901 587 184 791 972 199 471 525 213 693 105
Economic classification
Current payments 775 022 795 076 858 893 888 250 944 726 1 004 883 1 075 215
Compensation of
419 894 454 163 476 811 490 351 527 441 567 001 603 852
employees,
goods and services 355 128 340 913 382 913 397 082 417 285 437 882 471 363
of which:
Communication (G&S) 12 702 16 466 8 267 9 240 9 757 10 292 10 859
Computer services 7 758 21 132 41 460 41 769 42 095 44 053 47 003
Consultants, Business
40 512 43 169 48 256 49 896 50 505 53 111 60 200
and advisory services
Operating leases 24 401 33 268 36 524 39 812 42 244 44 456 46 901
Travel and subsistence 121 552 95 756 81 445 82 087 86 054 89 767 96 812
Operating payments 11 461 6 477 8 854 9 668 10 207 10 767 11 358
Interest and rent on land - - - - - - -
Transfers and subsidies
135 620 678 146 540 434 158 752 329 172 002 257 183 835 614 198 454 374 212 604 947
to:
Provinces and
47 500 85 500 556 392 758 416 518 228 552 949 583 361
municipalities (grants)
Departmental agencies
6 828 554 7 104 393 7 408 459 7 964 830 7 835 789 8 350 917 8 860 793
and accounts
Higher education
998 2 400 1 977 1 500 - - -
institutions
Foreign governments
and international 4 052 5 988 6 965 7 148 7 085 7 318 7 720
organisations
Non-profit institutions 105 904 109 700 132 614 154 191 162 827 135 720 145 900
Households 128 633 670 139 232 453 150 645 922 163 116 172 175 314 685 189 407 470 203 009 236
Payments for capital
9 973 7 118 11 146 11 080 11 632 12 268 12 943
assets
Machinery and
8 911 6 965 10 620 10 523 11 044 11 648 12 289
equipment
Software and other
767 - 526 557 588 620 654
intangible assets
Financial transactions in
- - 385 400 - - - -
assets and liabilities
Total 136 405 673 147 342 628 160 007 768 172 901 587 184 791 972 199 471 525 213 693 105
Department of Social Development 124.2. Relating expenditure trends to strategic outcome-oriented goals
Providing social assistance grants to the elderly, war veterans, persons with disabilities and children, through
the Social Assistance Programme, remains the main spending focus over the 2019 MTEF. These payments
constitute 94% of the department’s budget allocation over the medium term. The grants aim to boost the
income of poor households, which are hit the hardest by the unemployment, poverty and inequality that
persists in the South African society. It is estimated that social grants will grow to 18.1 million beneficiaries by
end of March 2022.
Social assistance grant expenditure will increase from R175 billion in 2019/20 to R202 billion in the 2021/22
financial year, growing by 7.6% over the MTEF period. Cabinet has approved a budget reduction of R500
million in social assistance grants, for the 2019/20 and 2020/21 financial years.
Cabinet approved a policy for income support to orphans who are in the care of family members and children
in child-headed households in 2016. This paved the way for a higher child support grant for this cohort of
children, as contained in the Social Assistance Amendment Bill. The Department tabled the Social Assistance
Amendment Bill to Parliament in April 2018.
The department established an appeals tribunal in terms of the Social Assistance Act (2004) to adjudicate
social grant appeals, which are expected to increase from 3 000 in 2017/18 to 11 000 in 2020/21, pending
Parliament’s approval of related amendments contained in the Social Assistance Amendment Bill. These
amendments will allow social grant applicants to directly lodge appeals with the tribunal, thus eliminating the
requirement to lodge internal reconsiderations with the South African Social Security Agency. As a result, the
turnaround time for adjudicating appeals is expected to be reduced from 180 to 90 days. However, due to an
expected increase in the caseload over the MTEF period, the percentage of appeals to be adjudicated within
90 days is expected to decrease from 86 per cent in 2016/17 to 70 per cent in 2019/20.
A key component of outcome 13 (an inclusive and responsive social protection system) of government’s 2014-
2019 medium-term strategic framework involves reforming and standardising the social welfare system. To
enable this, the Department is in the process of revising the 1997 White Paper for Social Welfare towards the
development of a Social Development Act, which will determine a uniform social development system that
takes into account obligations set out in the Constitution and other laws pertaining to social development.
Department of Social Development 13The NDP recognises ECD as an important aspect in broad-based development. By the end of 2017/18, an
estimated 60 307 poor children were subsidised through ECD conditional grant. The department aims to
expand access to the subsidy over the medium term through the early childhood development grant to
provinces. Cabinet approved an ECD policy in December 2015, an integrated implementation plan on the
policy was finalised and approved by the SPCHD cluster in 2018. As the policy is implemented, government
expects to provide the subsidy to all poor children accessing ECD services in registered centres. An ECD
financing strategy is also expected to be finalised in 2019/20 with the aim of providing a long-term approach
to funding quality improvements and increasing coverage across age groups using different approaches such
as early learning, playgroups, toy libraries and home visiting programmes for parents. As part of the early
childhood development grant, it is expected that 369 ECD centres will be upgraded from the ECD maintenance
grant by the end of 2018/19 financial year. An amount of R1,6 billion has been allocated over the 2019 MTEF
for ECD to fund increased children accessing ECD services as well as funding existing ECD centres.
The Social Service Practitioners Bill is expected to replace the Social Service Professions Act (1978). The bill,
which is expected to be submitted to Forum of South African Directors-General (FOSAD) for approval, is
aimed at extending the scope of regulation to include other emerging social service occupations such as
community development practitioners, ECD practitioners, and child and youth care workers. These and other
policy and legislative reforms are funded in the Service Standards sub-programme in the Welfare Services
Policy Development and Implementation Support programme, which has a total budget of R100.5 million over
the MTEF period.
Maintaining a healthy working relationship between government and non-profit organisations is a key factor
in delivering social welfare services. In this regard, the Department expects to finalise amendments to the
Non-Profit Organisations Act (1997) and introduce the Bill to Parliament in the 2019/20 financial year. This Bill
seeks to promote transparency and accountability within the non-profit organisations sector without placing
onerous requirements on organisations.
Many households do not enjoy food security, resulting in malnutrition and stunted growth, poor education and
health outcomes, and a range of other social ills. The department has intensified its efforts to ensure food
security through allocations to the food relief programme, which is expected to continue to sustain 9 provincial
food distribution centres and 84 community nutrition development centres. Over the medium term, the
department aims to improve access to food by providing more than 4 million meals per year in impoverished
communities. The food relief programme constitutes a projected 66 per cent (R190 million) of total
spending over the MTEF period in the Community Development sub-programme in the Social Policy and
Integrated Service Delivery programme.
Department of Social Development 14The department is currently operating with an organisational structure approved in 2015. The current post
establishment is as follows:
Filled posts = 766
Vacant funded posts = 114
Posts additional to the Establishment = 23
Total = 903
Whilst implementing the 2015 approved organisational structure, structural challenges were identified due to
structural misalignment and structural silo approaches. The department identified a need to commence with
the broader organisational structural review and reconfiguration, which is due to take place during 2019-2020
financial year.
Department of Social Development 15PART B: PROGRAMME PERFORMANCE
5. PROGRAMME 1: ADMINISTRATION
5.1. Purpose
To provide leadership, management and support services to the department and the social sector.
5.2. Description
This programme consists of the following sub programmes:
The Ministry of Social Development, which provides overall political leadership to the department
and sector and liaises with other ministries and the Office of the President;
Departmental Management, who promotes effective planning, improves operational efficiency, and
oversees the implementation of policies through monitoring and evaluation (M&E);
Corporate Management, who provides administrative support to line functions within the department;
Finance, who plans and monitors the national and provincial budgets and expenditure and manages
the department’s accounting and procurement system;
Internal Audit, which is an independent and objective appraisal function which provides assurance to
the accounting officer, senior management; and the Audit Committee, in respect of the adequacy and
efficacy of the risk management, control and governance processes in the department’s operations;
and
Office Accommodation who ensures the provision and maintenance of office accommodation, lease
administration, and cleaning services.
Department of Social Development 16PROGRAMME 1: ADMINISTRATION
5.2.1. Sub-programme: Information Management Systems and Technology
Strategic Integrated planning and performance management
objective
High-level Performance Audited/actual performance Estimated Medium-term targets
outputs indicator performance
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
2018/19
Effective and Social Sector Appointed The child Four Welfare Establish NISPIS Integrate five Integrate GBV Design of a virtual
standardised Integrated service protection Services development internal silo command centre Data Warehouse
Information Case provider; register and Modules governance systems into the and Provincial for Social
Management Management Project charter alternative plugged into framework and Case Victim Protection
System. System was care were the Integrated enhance existing Management Empowerment
completed developed Case data sources system. Systems
and tested Management
Upgraded
System
Smart Govt
system
Performance indicators Frequency of Annual targets Quarterly targets
reporting
1st 2nd 3rd 4th
Social Sector Integrated Quarterly Integrate five internal silo Define and analyse Design and develop User testing of the Integrate five internal silo
Case Management systems into the Case business processes the prototype systems. systems into the Case
System Management system. Integrate systems Management system.
into single
integrated case
management
solution.
Department of Social Development 175.2.2. Sub programme: Monitoring and Evaluation
Strategic Integrated planning and performance management
objective
High-level Performance Audited/Actual performance Estimated Medium-term targets
outputs indicator performance
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Programmes and Evaluation Evaluation report Data collection Mapping of all Conduct an Conduct an - Conduct an
Policies for the report has been instruments policies, plans evaluation of evaluation on evaluation on the
Social produced compiled as well were and strategies Project social sector decommissioning
Development as the 1/5/25 developed and related to Social Mikondzo infrastructure of cash payment
Sector (short report on approved Crime with reference to system for social
evaluation of the Prevention was ECD and assistance
National Drug completed. Substance
Master Plan) Preliminary Abuse
report. The literature review Treatment
Evaluation Report submitted Centres
on Regulatory
Framework and
Legislation for
NPOs has been
produced.
Performance indicators Frequency of Annual targets Quarterly targets
reporting 1st 2nd 3rd 4th
Evaluation reports Quarterly Conduct an evaluation Approval of the study Conduct an Conduct an Draft evaluation report
produced on social sector design and scope of evaluation social evaluation social compiled on the social
infrastructure with the evaluation on sector sector sector infrastructure with
reference to ECD and social sector infrastructure. infrastructure. reference to ECD and
Substance Abuse infrastructure with substance abuse treatment
Treatment Centres reference to ECD centres
and Substance
Abuse Treatment
Centres.
Department of Social Development 185.2.3 Sub-programme: Entity Oversight
Strategic Integrated planning and performance management
objective
High-level Performance Audited/Actual performance Estimated Medium-term targets
outputs indicator performance
2014/15 2015/16 2016/17 2019/20 2020/21 2021/22
2017/18
Entity governance Entity Corporate Approved entity New indicator New indicator Assessment of Assessment of Assessment of
and oversight governance and governance governance and compliance of compliance of compliance of
oversight entities and entities and entities and
framework oversight framework
framework associated associated associated
implemented framework
institutions to institutions to the institutions to the
implemented the department’s department’s
department’s governance and governance and
governance and oversight oversight
oversight framework framework
framework
Performance indicators Frequency of Annual targets Quarterly targets
reporting
1st 2nd 3rd 4th
Entity governance and Quarterly Assessment of Quarterly report Quarterly report Quarterly report Quarterly report produced on
oversight framework compliance of produced on produced on produced on compliance to governance
implemented entities and compliance to compliance to compliance to and oversight framework
associated entities to governance and governance and
governance and
the department’s oversight framework oversight
governance and oversight framework framework
oversight framework
Department of Social Development 195.2.4. Sub-programme: Finance
Strategic To ensure effective financial management through compliant and responsive financial and management accounting practices leading to
objective unqualified audit Outcome
High-level Performance Audited/actual performance Estimated Medium-term targets
outputs indicator performance
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
2018/19
Effective financial Audit report on The Department The Department The Unqualified Unqualified Unqualified audit Unqualified audit
management Annual Financial obtained obtained Department audit report on audit report on report on AFS report on AFS
through compliant Statements(AFS) Unqualified Unqualified obtained AFS AFS
and responsive Audit Opinion Audit Opinion Unqualified
financial and from Auditor- from AGSA on Audit Opinion
management General South its 2015/16 from AGSA on
accounting Africa on its audited Annual its 2016/17
practices to 2014/15 audited Financial audited
maintain an Annual Statements Annual
unqualified audit Financial Financial
outcome Statements Statements
Performance indicators Frequency of Annual targets Quarterly targets
reporting
1st 2nd 3rd 4th
Audit report on Annual Quarterly Unqualified audit report Annual Financial 1st Quarter Interim 2nd Quarter Interim 3rd Quarter Interim
Financial Statements on AFS Statements for the Financial Financial Financial Statements for
(AFS) 2018/19 financial Statements for the Statements for the the 2019/20 financial
year submitted for 2019/20 financial 2019/20 financial year submitted for audit
audit year submitted for year submitted for
audit audit
Department of Social Development 20Annual Performance Plan 2018-2019
5.2. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF
5.3.1. Expenditure estimates
Sub-programme Audited outcome Current Medium-term expenditure
R thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Ministry 51 171 55 513 36 018 37 971 40 503 43 197 45 824
Department
57 339 59 941 68 504 70 719 75 584 80 684 85 627
Management
Corporate
105 414 127 787 146 642 151 754 160 246 172 345 180 677
Management
Finance 54 383 60 537 60 020 67 485 71 726 76 194 80 822
Internal Audit 8 946 9 548 14 346 15 072 16 040 17 187 18 277
Office
27 800 36 420 34 258 40 245 42 275 44 380 46 821
Accommodation
Total 305 053 349 746 350 788 383 246 406 374 433 987 458 048
Economic
classification
Current payments 296 105 344 173 364 273 378 435 403 334 428 670 452 431
Compensation of
169 652 186 703 193 366 197 817 212 841 228 805 243 674
employees
Goods and services 126 453 157 470 170 907 180 618 190 493 199 865 208 757
of which:
Communication
8 815 12 941 4 273 5 006 5 286 5 577 5 884
(G&S)
Computer services 7 758 21 088 39 213 39 892 40 585 42 405 44 737
Consultants:
Business and 1 784 4 649 12 041 12 716 13 367 14 103 14 878
advisory services
Contractors 1 236 409 4 811 5 151 5 388 5 685 5 997
Operating leases 23 240 32 786 32 239 36 109 38 019 40 000 42 200
Travel and
42 130 39 089 22 120 23 423 24 736 26 097 27 532
subsistence
Transfers and
1 685 1 551 1 929 2 034 2 149 2 268 2 400
subsidies
Departmental
agencies and 1 211 1 308 1 486 1 573 1 661 1 752 1 848
accounts
Households 474 243 443 461 488 516 552
Payments for capital
7 263 4 022 2 586 2 777 2 891 3 049 3 217
assets
Machinery and
6 533 4 022 2 060 2 220 2 303 2 429 2 563
equipment
Software and other
730 - 526 557 588 620 654
intangible assets
Payments for
- - - – – –
financial assets
Total 305 053 349 746 368 788 383 246 408 374 433 987 458 048
Department of Social Development 215.3.2. Performance and expenditure trends
Programme 1: Administration’s spending over the medium term is mainly relate to compensation of employees,
which constitutes on average 52% of the budget. Due to the centralised payments of enabling activities for the
Department, such as office accommodation, ICT services, communication services, transport services and cleaning
and security services as well as audit fees, the spending for goods and services remains relatively high compared
to the other programmes in the Department. Over the MTEF period, 63% of the annual allocation for goods and
services will be spent on centralised enabling activities for the Department.
Department of Social Development 22Annual Performance Plan 2018-2019
6. PROGRAMME 2: SOCIAL ASSISTANCE
6.1. Purpose
Ensure provision of social assistance to eligible beneficiaries in terms of the Social Assistance Act (No. 13 of 2004)
and its regulations.
6.2. Description
The programme consists of transfer payments to the South African Social Security Agency for the delivery of the
following social grants to eligible beneficiaries:
Older Persons Grant: to provide income support to people aged 60 and older earning less than R73 800
(single) and R147 600 (married) a year, whose assets do not exceed R1 056 000 (single) and R2 112 000
(married).
War Veterans Grant: to provide income support to men and women who fought in World War II or the Korean
War.
Disability Grant: to provide income support to people with permanent or temporary disabilities earning less
than R73 800 (single) and R147 600 (married) a year, whose assets do not exceed R1 056 000 (single) and
R2 112 000 (married).
Foster Child Grant: to provide grants for children placed in foster care.
Care Dependency Grant: to provide income support to caregivers earning not more than R192 000 (single)
and R384 000 (married) a year in order to help them care for children who are mentally or physically disabled.
Child Support Grant: to provide income support to parents and caregivers of children under 18 earning not
more than R45 600 (single) and R91 200 (married) a year.
Grant-in-Aid: to provide additional benefit to recipients of the Older Persons, Disability or War Veterans Grants
that require regular care.
Social Relief of Distress: to provide temporary income support, food parcels, and other forms of relief to
people experiencing undue hardship.
Department of Social Development 23The annual targets are based on projections and as such the department accepts any output within a 5% (margin of error) of the projected eligible beneficiaries
6.2.1. Sub-programme: Social Assistance
Strategic Timeous and efficient transfers of funds to the South African Social Security Agency for the delivery of social grants to eligible beneficiaries
objectives
High-level Performance Audited/actual performance Estimated Medium-term targets
outputs Indicator performance
2015/16 2016/17 2017/18 2019/20 2020/21 2021/2022
2018/19
Social grants for Monthly transfer of funds (R’000) 128 333 376 138 915 638 151 580 232 162 960 722 175 155 593 189 273 511 202 867 882
eligible to SASSA
individuals
Performance indicators Frequency of Annual targets Quarterly targets
reporting 1st 2nd 3rd 4th
Monthly transfer of funds Quarterly 175 155 593 100% (14 596 299) 100% (14 596 299) 100% (14 596 299) 100% (14 596 299)
(R’000) to SASSA transferred to SASSA transferred to SASSA transferred to SASSA transferred to SASSA
monthly monthly monthly monthly
Department of Social Development 246.3. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET MTEF
6.3.1. Expenditure estimates
Current Medium-term expenditure
Sub-programme Audited outcome
appropriation estimate
R thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Old Age 53 134 481 58 327 000 64 276 265 70 531 414 76 750 917 83 689 323 89 463 886
War Veterans 4 842 3 850 2 935 2 351 1 732 1 280 1 368
Disability 19 166 969 19 850 553 20 951 940 22 104 787 23 077 574 24 171 988 25 839 855
Foster Care 5 408 370 5 327 659 5 299 250 5 131 589 5 280 800 5 447 410 5 823 281
Care
2 394 702 2 613 892 2 939 454 3 138 438 3 429 783 3 761 699 4 021 256
Dependency
Child Support 47 308 008 51 555 181 56 016 912 60 631 022 64 967 275 70 335 636 75 723 295
Grant-in-Aid 503 085 650 311 793 476 1 011 122 1 237 512 1 459 176 1 559 859
Social Relief of
412 919 587 192 600 000 410 000 410 000 409 999 435 082
Distress
Total 128 333 376 138 915 638 151 580 232 162 960 723 175 155 593 189 273 511 202 867 882
Transfers and
128 333 376 138 915 638 150 494 832 162 960 723 175 155 593 189 273 511 202 867 882
subsidies
Households 128 333 376 138 915 638 150 494 232 162 960 723 175 155 593 189 273 511 202 867 882
Payments for
– – 366 400 – – – -
financial assets
Total 128 333 376 138 915 638 150 880 232 162 960 723 175 155 593 189 273 511 202 867 882
6.3.2. Performance and expenditure trends
Over the medium term, the DSD will continue to transfer funds to SASSA for the provision of social grants to the
elderly, children, war veterans and persons with disabilities. Social grants account for an estimated 94.3% (R175.3
billion per year on average) of the department’s total budget over the MTEF period. The department expects SASSA
to pay social grants to 18.1 million beneficiaries in 2020/2021, up from 18.6 million in 2021/2022.
Spending on grants is expected to increase at an average annual rate of 7.5 per cent over the medium term,
reaching a total of R187.6 billion in 2020/21 mostly due to inflationary adjustments to the value of the grants and
growth in the number of beneficiaries. The elderly population, that is people older than 60, is growing by 3% per
year. As the elderly population grows, the number of beneficiaries who receive the old age grant is expected to
increase from 3.4 million in 2017/18 to 3.7 million in 2020/21.
As the child population grows, the number of beneficiaries who receive the child support grant is expected to
increase from 12.2 million in 2017/18 to 12.6 million in 2020/21. The high level of unemployment in the country,
combined with high wage inequality and low labour market participation, are contributory factors to the growth of
the social grants to children. Furthermore, the continuing trend of generally low wages paid to those who are
working means that a high proportion of working parents do not earn sufficient wages to adequately provide for
their children. For the foreseeable future, the social assistance programme will continue to be an important lever
in government’s arsenal to tackle poverty and inequality.
Department of Social Development 257. PROGRAMME 3: SOCIAL SECURITY POLICY AND ADMINISTRATION
7.1. Purpose
To provide for social security policy development, administrative justice, the administration of social grants, and the
reduction of incorrect benefit payments.
7.2. Description
This programme consists of the following sub-programmes:
Social Security Policy Development develops and reviews policies and legislation in respect of social
assistance, as well as contributory income support aimed at protecting households against life cycle
contingencies such as unemployment, ill health, retirement, disability, or the death of a breadwinner;
Social Grants Administration provides SASSA with its operational funds;
Social Grants Fraud Investigations funds fraud investigations by the Special Investigations Unit;
Appeals Adjudication seeks to provide a fair and just adjudication service for social assistance appeals; and
The Inspectorate for Social Security maintains the integrity of the social assistance framework and systems.
Department of Social Development 267.2.1. Sub-programme: Social Security Policy Development
Strategic An effective and efficient social security system that protects poor and vulnerable people against income poverty
objective
High-level Performance Audited/actual performance Estimated Medium-term targets
outputs indicator performance
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
2018/19
Retirement, Policy on No Technical report The draft policy Submit policy Submit revised Final policy on Draft Bill on
disability and mandatory consultations on mandatory paper was on mandatory policy on mandatory mandatory
survivor cover for were conducted cover for developed cover for mandatory cover for cover for
benefits retirement, since the paper retirement, retirement, cover for retirement, retirement,
disability and was not disability and disability and retirement, disability and disability and
survivor benefits released due to survivor benefits survivor benefits disability and survivor survivor
the pending developed. to Cabinet for survivor benefits benefits. benefits.
Cabinet approval. to relevant
approval FOSAD cluster
Policy on Draft policy Draft policy Technical report Submit policy Submit Policy Final policy on Draft Bill on
voluntary paper on paper on was not on voluntary on voluntary voluntary voluntary
inclusion of voluntary voluntary completed due to inclusion of inclusion of inclusion of inclusion of
informal sector inclusion of inclusion of delays in informal sector informal sector informal sector informal sector
workers in informal sector informal sector finalising the workers in workers in workers in workers in
social security workers in workers in technical input social security social security social security social security
social security. social security. to FOSAD
Linking child Policy on linking New indicator New indicator New indicator Draft Discussion Complete the Internal External
support grants child support Paper on linking Discussion Consultations Consultations
beneficiaries to grants children’s grants Paper on linking on Discussion on Discussion
other government
services beneficiaries to with other CSG Paper Paper
government government beneficiaries Completed Completed
services services with
government
services
Department of Social Development 27Strategic An effective and efficient social security system that protects poor and vulnerable people against income poverty
objective
High-level Performance Audited/actual performance Estimated Medium-term targets
outputs indicator performance
2015/16 2016/17 2017/18 2019/20 2020/21 2021/22
2018/19
Efficient Draft regulations New indicator New indicator New indicator New indicator Draft Publish -
administration of to support the regulations to regulations for
social assistance
implementation support the public
of the Social implementation comments
Assistance of the Social
legislation Assistance
legislation
Performance indicators Frequency of Annual targets Quarterly targets
reporting
1st 2nd 3rd 4th
Policy on mandatory Quarterly Submit revised policy on - Update the draft policy Update the draft Submit revised policy
cover for retirement, mandatory cover for paper with inputs from policy paper with on mandatory cover for
disability and survivor retirement, disability and NEDLAC social inputs from retirement, disability
benefits survivor benefits to partners. NEDLAC social and survivor benefits to
FOSAD cluster
partners FOSAD
Policy on voluntary Quarterly Submit policy on - Update draft policy Update draft policy Submit policy on
inclusion of informal voluntary inclusion of paper with inputs from paper with inputs voluntary inclusion of
sector workers in social informal sector workers the technical report. from the technical informal sector workers
security in social security to report. in social security to
FOSAD.
FOSAD
Department of Social Development 28Performance indicators Frequency of Annual targets Quarterly targets
reporting
1st 2nd 3rd 4th
Policy on linking child Quarterly Complete the Discussion Reviewed possible Draft costing on Costing on possible Discussion paper on
support grants to Paper on linking CSG options for linking possible options options finalised linking CSG
government services beneficiaries with beneficiaries with
government services government services
completed
Draft regulations to Quarterly Draft regulations to - Draft regulations to Internal Draft regulations,
support the support the support the consultations on ready for public
implementation of the implementation of the implementation of the the draft regulations comments
Social Assistance Social Assistance Social Assistance to support the
legislation legislation legislation Social Assistance
legislation
Department of Social Development 297.3. RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF
7.3.1. Expenditure estimates
Current Medium-term expenditure
Sub-programme Audited outcome
appropriation estimate
R thousand 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Social Security Policy Development 43 452 43 135 78 985 77 403 82 643 88 296 93 702
Appeals Adjudication 24 803 25 467 37 007 37 902 39 288 42 585 47 247
Social Grants Administration 6 564 077 6 825 866 7 144 341 7 695 431 7 552 979 8 052 043 8 545 481
Social Grants Fraud Investigations 78 885 83 066 61 719 65 248 68 794 72 578 76 570
Programme Management 5 207 3 408 4 585 4 838 5 212 5 605 5 945
Total 6 716 424 6 980 942 7 323 637 7 880 822 7 748 916 8 261 107 8 768 945
Economic
classification
Current payments 69 943 65 334 108 696 111 644 119 950 129 036 139 028
Compensation of employees 45 614 46 704 65 951 68 200 73 077 78 558 83 664
Goods and services 24 329 18 630 42 745 43 444 46 873 50 478 55 364
of which:
Communication (G&S) 1 275 1 572 1 232 1 304 1 377 1 452 1 532
Consultants: business and
10 045 5 763 3 885 3 713 6 051 6 649 7 014
advisory services
Legal Services (G&S)
2 692 2 385 13 881 13 405 12 982 14 228 16 593
Consumables: Stationery, printing
483 240 2 660 2 814 2 972 3 136 3 308
and office supplies
Operating leases 513 121 2 358 2 194 2 633 2 777 2 930
Travel and subsistence 4 880 3 744 3 601 4 074 999 1 054 1 112
Transfers and subsidies 6 645 756 6 914 629 7 212 035 7 766 748 7 626 426 8 129 392 8 627 090
Departmental agencies and
6 642 962 6 908 932 7 206 060 7 760 679 7 621 773 8 124 621 8 622 051
accounts
Higher education institutions 998 2 000 1 500 1 500 - - -
Foreign governments and
1 602 3 661 4 230 4 299 4 368 4 471 4 718
international organisations
Households 192 36 245 270 285 300 321
Payments for capital assets 727 979 2 906 2 430 2 540 2 679 2 827
Machinery and equipment 727 850 2 906 2 430 2 540 2 679 2 827
Total 6 716 424 6 980 942 7 323 637 7 880 822 7 748 916 8 261 107 107 8 768 945
Department of Social Development 30You can also read
